IT and the Design of Work

Implementation of IT system helps in changing the way work is done, but there seems to be resistance from the human workers when the technology replaces the routine and mechanical works.

Reasons behind a worker's resistance to the implementation of a new technology, with examples:

• Resistance might come because the worker is afraid his/her job will significantly change and he/she will be unprepared for the new requirements.
• Resistance might come because the change is distasteful (like having to do more repetitive work, rather than the thinking work).
• Resistance may come because new skills are needed but compensation is not altered to reward the use of new skills.
• Possible consequences of using a computer are numerous.
• (Other reasonable answers and examples are acceptable.)

The possible consequences of asking a worker to use a computer or similar device in his or her job:

Examples from cases can be used to support the answer. For example, how IT created confusion and distanced workers form the work process itself. In effect, the workers were just watching numbers and data, whereas before the computers they were actually doing the "art" of the work itself. The newer job required more interpretation of the numbers and different skills in judging and decision making.

Another example can be given when an individual’s work also described a paper mill, where workers used to mix paper by hand, using smell and feel as key aids in making just the right mix. When automation was introduced, these same workers were put in a control room and asked to use their computers to monitor the process and make the paper. Needless to say, using the information on the computer was significantly different to the workers than mixing a vat of paper.

Many such examples exist. To overcome resistance to change (by applying the Technology Acceptance Model), managers need to combat negative perceptions about the systems usefulness and systems developers need to design systems that are easy to use.

Accompanying points that may be cited in discussions:

• What tasks will be performed?
• How will the work be performed?
• Who will do the work?
• Where will the work be performed?
• How can IS increase performance, satisfaction, and effectiveness of the workers doing the work?

Others not explicitly mentioned here may also be considered, if pertinent in delivering a valid point.

How can IT alter an individual’s work and how can a manager insure that the impact is positive rather than negative:

IT can alter an individual's work by changing the work itself, changing where the work is done, changing communication and collaboration patterns, changing the ways that organizational decisions are made, or by changing how work is managed (these are topics from the chapter).

A manager can help insure a positive impact through traditional management processes (as discussed in Chapter 3 of Pearlson & Saunders, 2006) such as the way individuals are rewarded, evaluated, compensated, etc. Training is an important factor in insuring success. And communication is important. Managers cannot communicate enough about changes that will take place in an individual's job.